Month

June 2016

IF YOU WANTED to write a history of the Internet, one of the first things you would do is dig into the email archives of Vint Cerf. In 1973, he co-created the protocols that Internet servers use to communicate with each other without the need for any kind of centralized authority or control. He has spent the decades since shaping the Internet’s development, most recently as Google’s “chief Internet evangelist.”

Thankfully, Cerf says he has archived about 40 years of old email—a first-hand history of the Internet stretching back almost as far as the Internet itself. But you’d also have a pretty big problem: a whole lot of that email you just wouldn’t be able to open…

Imagine yourself a passenger in a futuristic self-driving car. Instead of programming its navigation system, the car interacts with you in a near-human way to understand your desired destination. The car has learned your preferences for music, temperature André lighting. These are adjusted without a knob…

Consider this: Every minute of every day, staggering amounts of data are being generated as consumers connect to, search for, watch, create, download, and shop for content.
Making sense of what all this data means is critical for the success of your company or brand.
So what are the 3.2 billion people who make up today’s global internet population doing online?…

Project Soli is developing a new interaction sensor using radar technology. The sensor can track sub-millimeter motions at high speed and accuracy. It fits onto a chip, can be produced at scale and built into small devices and everyday objects…

Each of these companies, in its own way, is a superior innovator. But what makes Google (now officially known as Alphabet) different is that it doesn’t rely on any one innovation strategy, but deploys a number of them to create an intricate — but powerful — innovation ecosystem that seems to roll out innovations by the dozens…

In our research with thousands of leaders, one skill stands out — by far — as the most common improvement area: their ability to sell a vision to employees. Over 50 percent of leaders we’ve assessed struggle to demonstrate this form of visionary leadership, a larger deficiency percentage than for any other leadership skill. Leaders are consistently unable to vividly paint a compelling picture of the future in a way that inspires others to follow them along a challenging route toward a new business reality. This is an improvement area for most leaders because it requires them to synthesize and clarify ambiguous, complex business concepts into a clear path forward…